British Airways- Case Study
The scenario upon which this paper is based relates to the British Airways Swipe Card Debacle case study from the textbook, Managing Organizational Change: A Multiple Perspective Approach (Akin, Dunford, & Palmer, 2009). The purpose of this paper is to analyze and discuss the organizational change associated to the implementation of a new swipe card system that led to strike of over 250 British Airways check-in staff, losing 40 million pounds and negatively effecting the company’s reputation. Additionally, this paper will relate the case study to several change approaches (organizational development, sense-making, change management, contingency, and processual) and identify key issues. Additionally, this
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While the Future Size and Shape project team may have had a shared vision of the swipe card change, this same vision was definitely not shared by the 250 check-in staff.
Contingency Approach Similar to the change management approach, the contingency approach has many different variations. For instance, one of these approaches is categorized into the following four ideal types: commanding (change intervention, directed by leadership and is typically driven by the need to implement quickly and abruptly), engineering (change agent, who also acts as an analyst implements the change along with those who designing the change to process and systems), teaching (third party consultants work with internal staff to assist with identify new ways of operation and is change intervention that is a long-term plan), and socializing (democratic approach that is a gradual change process approach) (Huy, 2001). Each of these approaches are acceptable but may not all work in every type of situation. For instance, within the British Airways case study, it seems as though the project team chose to utilize the commanding approach for the implementation of the swipe cards. The check-in staff were completely resistant to not only the swipe card change but were also resistant to the actual approach taken to implement that change.
Processual Approach Similar to the sense-making approach, the processual approach also looks at the relationship of
Managing Change: The Art of Balancing“ by Jeanie Daniel Duck [1] came out in the Harvard Business Review in November 1993. It is an influential article, one that has been cited 437 times until date. Duck draws upon her years of experience as a Vice President in the Chicago Office of the Boston Consulting Group and of running her own consulting firm that focused on the emotional and behavioral impact of change on corporate performance. She can be safely called both, a management consultant as well as an organization development consultant. Presented below is a summary and key points of the article supplemented by examples, views and facts gleaned from other sources as well.
The process of supply chain management can actually merge retailers with supplier just as suppliers merge with the manufacturers. Some companies choose to use various different suppliers for their products while other companies choose to use a single supplier for their product.
Explain the methods of depreciation. Explain the methods of depletion. How do depletion and depreciation methods differ? Compare and contrast the depreciation and depletion methods. Use scholarly references (no Wikipedia, Answers.com, etc.) to support the points you make in your paper.
Provide three (3) examples of his leadership actions and behavior, assessing the pros and cons in each example you describe to support the response.
The third theme of IBUS6008 has concentrated on the core concepts of: what activities might firms come down to at the pre-export stage and what does export readiness comprise? Why are some firms eager to pursue and expand their international markets?
Organizational change can derive from small changes to large changes that can affect a business. The Concord Bookshop went through changes as many other companies are faced in today’s recession, fierce competition, innovative technology, and restructuring needs. The important factors a company needs to concentrate include implementing successful interventions to stay in business, increase finances, and motivating employees to change their behaviors. If certain phases of an organizational change do not take place, this could lead to failure. In this paper, I will describe three processes not completed or implemented at the
Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.
Developing the skills for managing change A Chartered Management Institute case study. (n.d.). Retrieved March 22, 2016, from
Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.
In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:
The change is managed through developing a detailed analysis of current and prospective situations within an organization. It is necessary to address all relevant aspects of change in order to develop a plan for incorporating change in
Before change can be successful, there should be some 'push' from CCC's top management. In this paper, we will focus on the remaining seven steps of John Kotter's Change Model and also Kurt Lewin's model of change management process.
In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.
For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.